The Asset Management Landscape

Transcription

1 The Asset Management Landscape Second Edition ISBN Published March

2 The Global Forum on Maintenance and Asset Management The Global Forum on Maintenance and Asset Management (GFMAM) has been established with the aim of sharing collaboratively advancements, knowledge and standards in maintenance and asset management. The members of GFMAM (at the time of issue of this document) are: Asset Management Council (AMCouncil), Australia; Associação Brasileira de Manutenção e Gestão de Ativos (ABRAMAN), Brazil; European Federation of National Maintenance Societies (EFNMS), Europe; French Institut of Asset Management and Infrastructures (IFRAMI), France; Gulf Society of Maintenance Professionals (GSMP), Arabian Gulf Region; Iberoamerican Federation on Maintenance (FIM), South America; Institute of Asset Management (IAM), UK Plant Engineering and Maintenance Association of Canada (PEMAC), Canada The Society for Maintenance and Reliability Professionals (SMRP), USA. The Southern African Asset Management Association (SAAMA), South Africa The enduring objectives of the GFMAM are: 1) To bring together, promote and strengthen the maintenance and asset management community worldwide 2) To support the establishment and development of associations or institutions whose aims are maintenance and asset management focused 3) To facilitate the exchange and alignment of maintenance and asset management knowledge and practices 4) To raise the credibility of member organizations by raising the profile of the Global Forum This document describes the Asset Management Landscape Second Edition, that supports the third of these enduring objectives. ISBN Page 2 of 57

3 Table of Contents 1 Background Purpose of the Landscape, Second Edition Overview of the Landscape The Core The Knowledge and Practices Area The Supporting Area Components of the Knowledge and Practices Area Conceptual Models Competence Frameworks Asset Management Training Courses Asset Management Qualifications Knowledge Assessment Methods and Awards Asset Management Fundamentals GFMAM Asset Management Landscape Subjects, Second Edition Appendix A: Asset Management Concept Models Appendix B: Landscape Review Review Process Criteria Subject Descriptors Appendix C: GFMAM Asset Management Landscape Subjects First and Second Edition ISBN Page 3 of 57

4 1 Background There have been major global advances in Asset Management standards, models and principles over the last two decades. The Global Forum on Maintenance and Asset Management determined that there is benefit in aligning these various advances and collaborating to develop a collective view, in particular for organizations that operate asset management systems in many countries. The first edition of the GFMAM Asset Management Landscape (Landscape) was published by the GFMAM in November to achieve this ambition. At the time of publication of the first edition, it was agreed that the Landscape would be reviewed in 2014 against the publication of ISO 5500x, and would incorporate developments in our understanding of asset management. Feedback on the first edition of the Landscape also showed that it was being used far more widely than initially envisaged. As well, the subject descriptions were considered to be at too high a level for developing the requirements for the GFMAM projects such as ISO Auditor/Assessor competencies. A detailed review was carried out by GFMAM members during 2013, and brief details of the review criteria and process are given Appendix B: Landscape Review. This document contains the GFMAM Asset Management Landscape, Second Edition, English Version including the subjects and fundamentals that depict the discipline of asset management. Each GFMAM member incorporates this Landscape as part of their asset management framework. An asset management framework shows how and where a member s knowledge and practices fit within the Asset Management Landscape. 1 ISBN ISBN Page 4 of 57

5 2 Purpose of the Landscape, Second Edition The Asset Management Landscape is a GFMAM initiative focused on the third of GFMAM s enduring objectives to facilitate the exchange and alignment of maintenance and asset management knowledge and practices. The various purposes for the GFMAM Asset Management Landscape, Second Edition are: To provide an overview of the discipline of asset management; To provide the structure for building a body of knowledge for certification schemes and qualifications in asset management; To provide a means of comparing and contrasting different certification schemes and qualifications; To provide the structure (and potentially the criteria) for assessing an organization s maturity in asset management; To inform the asset management knowledge requirements for ISO assessors; and To compare the products and services from the different GFMAM members through cross referencing to the 39 Subjects. ISBN Page 5 of 57

6 3 Overview of the Landscape The Asset Management Landscape is a framework to enable asset management knowledge and practices to be compared, contrasted and aligned around a common understanding of the discipline of asset management. The Asset Management Landscape is represented in diagram 1 below: Diagram 1: Asset Management Landscape This shows that the Asset Management Landscape is made up of three key areas: 1) The core of the Asset Management Landscape which will be common across all GFMAM members; 2) The knowledge and practices area of the Asset Management Landscape which will contain the knowledge and practices of each member society within their own asset management frameworks. ISBN Page 6 of 57

7 3) The supporting area which contains reference to standards and other knowledge and practices that are considered to be outside the scope of asset management but which may influence the asset management practices of organizations around the world. 3.1 The Core The Core of the Landscape comprises the asset management fundamentals and the asset management subjects. The asset management fundamentals are part of the core to ensure GFMAM member organizations have a common understanding of Asset Management; even though they use different models and techniques to describe this to suit their various member communities. These fundamentals are taken from the international standard on asset management, and are outlined in Section 5 The asset management subjects are part of the core to enable GFMAM members to be able to compare, contrast and align their knowledge and practices. These subjects are also intended to provide a common understanding of the scope of asset management. The list of subjects has been derived from an international review of an extensive list of asset management models and assessment methodologies. This review identified 39 asset management subjects that together describe the scope of asset management. The list of subjects is shown in Section 6, GFMAM Asset Management Landscape Subjects, Second Edition. Mapping of these subjects to the first edition (GFMAM Landscape (ISBN , issued November 2011) is shown in Appendix C: GFMAM Asset Management Landscape Subjects First and Second Edition. It is essential to note that this is an arbitrary division of the discipline into individual subjects for the purpose of understanding the breadth and components of asset management more clearly. They cannot be treated as self-standing and independent and it is not possible to understand asset management properly without addressing them all as a holistic integrated body of knowledge.. ISBN Page 7 of 57

8 3.2 The Knowledge and Practices Area The knowledge and practices area of the Asset Management Landscape represents the knowledge and practices that GFMAM member organizations have developed or may wish to develop. It is intended that each GFMAM member organization will develop their own asset management framework that is aligned with the core of the Asset Management Landscape but is also aligned to the knowledge and practice of each member organization. The components that make up of these frameworks will be different across the different member organizations but are likely to include the items shown in the knowledge and practices area of diagram 1. A brief description of these generic components is provided in Section 4 of this document. These asset management frameworks will allow member organizations to map their knowledge and practices to the asset management fundamentals and subjects and enable these to be compared, contrasted and aligned with the knowledge and practices of other member organizations. It also allows member organizations to do a gap analysis of what they offer to their members. The development of these asset management frameworks should provide the following benefits to the members of the GFMAM member societies: Greater access to guidance and best practice material on asset management; Common definitions relating to asset management and how maintenance contributes to asset management; Help to bring maintenance and asset management to the boardroom; Greater consistency internationally on guidance on asset management; Greater choice of internationally recognised qualifications through the international Accord; Increased availability of international case studies and other knowledge. 3.3 The Supporting Area The supporting area of the Asset Management Landscape contains standards, knowledge and practices that are not considered to be within the scope of asset management but that may influence asset management decisions. Only a few examples are shown on diagram 1 and this should not considered to be a comprehensive list. ISBN Page 8 of 57

9 4 Components of the Knowledge and Practices Area The following sections provide an overview of the different components of the knowledge and practices area of the Asset Management Landscape. 4.1 Conceptual Models A conceptual model describes, at the highest level: the key aspects of asset management, how these interact with each other and how they link to the overall corporate objectives and business plan. Everyone s journey in the understanding and application of asset management is different, reflecting differing starting points, cultures, languages and objectives. Thus, differing conceptual models may be helpful to present asset management in way that reflects more closely the background and current position of any member organization, whilst still retaining a common approach and content. However, there are a number of common characteristics that a conceptual model should include, which are: They should cover the whole scope of asset management as defined by the 39 subjects of the Landscape; They should be consistent with GFMAM asset management fundamentals; They should consider the whole asset lifecycle; They should reinforce alignment ( line of sight ) to organizational goals and objectives; They should reflect how the business environment and stakeholders will influence the asset management approach; They should reinforce the importance of integration of activities to deliver an overall output; They should emphasise the need for measuring performance and continuous improvement. Three example conceptual models from GFMAM member organizations are in shown in Appendix A that all share these characteristics. 4.2 Competence Frameworks A competence framework contains the competence requirements that are needed for people working at different levels within an asset management organization. Competence requirements are typically described in a hierarchy, for example Roles, Units and Elements of competence. Competence frameworks sometimes define the level of competence required for different asset management roles or otherwise will define the process by which these should be defined within an organization looking to adopt the competence framework. Competence frameworks are typically linked to an asset management body of knowledge and should be linked with the 39 subjects within the Asset Management Landscape core to demonstrate coverage of scope. ISBN Page 9 of 57

10 4.3 Asset Management Training Courses Asset management training courses can be described within an asset management framework by linking this training to the 39 subjects to demonstrate coverage of scope of each course. The training courses can also be linked to the units and elements of competence defined within the competence frameworks. 4.4 Asset Management Qualifications Asset management qualifications will typically form part of an asset management framework whether these qualifications are offered by the GFMAM member organizations or by third parties. Another GFMAM project (the International Accord) will provide the framework for assessing the relevance and level of different asset management qualifications from providers around the world. The assessment of qualifications will be undertaken using the asset management qualifications Framework, which is fully mapped to the 39 subjects in the Asset Management Landscape core. It is expected that asset management qualifications included within a GFMAM asset management framework will have been assessed using the International Accord. This will be particularly beneficial to multi-national organizations that are members of more than one GFMAM member organization and are seeking a common approach to asset management qualifications globally. 4.5 Knowledge Most GFMAM member organizations already have a body of knowledge, knowledge base, knowledge centre or other initiatives to collate and disseminate knowledge, but the ability to compare, contrast, align and share information across member organizations is limited due to the different approaches used to develop these. Mapping the member organizations knowledge to the 39 subjects in the Asset Management Landscape core will facilitate the sharing of case studies, papers, how-to guides and best practices, thereby rapidly increasing the volume of material available to end users. 4.6 Assessment Methods and Awards As organizations adopt asset management, some will rapidly want to develop their capabilities beyond simple conformance with the requirements of ISO It will be important for GFMAM member organizations to provide guidance to these organizations on a consistent way of assessing asset management maturity across the 39 subjects in the Asset Management Landscape core. GFMAM member organizations may have developed their own assessment methods that may also be used for asset management awards, and there will be in increasing need to ensure these assessment methods are aligned with the 39 subjects and are consistent across GFMAM member organizations. ISBN Page 10 of 57

11 5 Asset Management Fundamentals Although definitions of asset and asset management are not part of the asset management landscape core, the following definitions are included to provide the context for the asset management fundamentals that follow. They are taken from the International Standard ISO 55000, Asset management - Overview, principles and terminology. An asset is defined in ISO as item, thing or entity that has potential or actual value to an organization. Asset management is defined in ISO as coordinated activity of an organization to realise value from assets. This is a much broader view, and a more challenging scope, than just the maintenance of physical equipment, or the maximising of yield from a financial portfolio. It encompasses all asset types, tangible and intangible, individual components or complex systems, and all activities involved in the asset s life cycle everything from initial identification of requirements or opportunities, acquisition/creation, operations or utilization activities, asset stewardship or care/maintenance responsibilities, through to renewal or disposal and any remaining liabilities. Asset management is therefore holistic it considers the whole picture rather than just individual contributions. The fundamentals of asset management, that need to be understood and embedded into asset management to ensure that value is realised from assets, are: Value: Assets exist to provide value to the organization and its stakeholders. Asset management does not focus on the asset itself, but on the value that the asset can provide to the organization. The value (which can be tangible or intangible, financial or non-financial) will be determined by the organization and its stakeholders, in accordance with the organizational objectives. Alignment: Asset management translates the organizational objectives into technical and financial decisions, plans and activities. Asset management decisions (technical, financial and operational) collectively enable the achievement of the organizational objectives. Leadership: Leadership and workplace culture are determinants of realisation of value. Leadership and commitment from all managerial levels is essential for successfully establishing, operating and improving asset management within the organization. Assurance: Asset management gives assurance that assets will fulfil their required purpose. The need for assurance arises from the need to effectively govern an organization. Assurance applies to assets, asset management and the asset management system. ISBN Page 11 of 57

12 6 GFMAM Asset Management Landscape Subjects, Second Edition The Asset Management Landscape subjects are given in the list below. Information about how these subjects map to the First Edition of the Landscape is in Section 9. Landscape Subject Group Strategy & Planning Asset Management Decision-Making Lifecycle Delivery Asset Information Organisation & People Risk & Review Landscape Second Edition Subject Asset Management Policy Asset Management Strategy & Objectives Demand Analysis Strategic Planning Asset Management Planning Capital Investment Decision-Making Operations & Maintenance Decision-Making Lifecycle Value Realisation Resourcing Strategy Shutdowns & Outage Strategy Technical Standards & Legislation Asset Creation & Acquisition Systems Engineering Configuration Management Maintenance Delivery Reliability Engineering Asset Operations Resource Management Shutdown & Outage Management Fault & Incident Response Asset Decommissioning and Disposal Asset Information Strategy Asset Information Standards Asset Information Systems Data & Information Management Procurement & Supply Chain Management Asset Management Leadership Organizational Structure Organizational Culture Competence Management Risk Assessment and Management Contingency Planning & Resilience Analysis Sustainable Development Management of Change Assets Performance & Health Monitoring Asset Management System Monitoring Management Review, Audit & Assurance Asset Costing & Valuation Stakeholder Engagement ISBN Page 12 of 57

13 Asset Management Policy The principles and mandated requirements derived from and consistent with the organizational / corporate plan, providing a framework for the development and implementation of the asset management strategic plan and the setting of the asset management objectives. The Asset Management Policy provides a set of principles and a framework for the development and implementation of an organization s approach to asset management (sometimes implemented within an asset management system). The Asset Management Policy should also provide the principles that guide the development of the organization s asset management strategy and objectives. The Asset Management Policy should be consistent with stakeholder requirements and organizational objectives and constraints. It should also be aligned with and consistent with other organizational policies. The Asset Management Policy should be supported by top management, effectively communicated and regularly reviewed with a commitment to continual improvement of the asset management system. Asset Management Policy Asset Management Strategy Clause 5.2 of ISO ISBN Page 13 of 57

14 Asset Management Strategy The strategic plan for the management of the assets of an organization that will be used to achieve the organizational / corporate objectives. The Asset Management Strategy describes the long-term approach to management of the physical assets. It would typically include a set of strategic statements that describe the current and future service levels the organization is planning to deliver and the current and future Asset Management capabilities that the organization needs in order to sustainably deliver these outcomes. The Asset Management Strategy would typically include: Asset management objectives based upon scenario analyses that includes measureable objectives on the expected economic, environmental and social performance of an organization's asset portfolio. Key accountabilities for both the activities covered by the Asset Management Strategy and for the implementation and ongoing maintenance of the Asset Management Strategy. The decision-making criteria that are used to undertake lifecycle cost and risk analysis to determine the optimum asset interventions, How the organization will develop its asset information to support such analysis and how the organization will manage uncertainty associated with its asset information A reference to the overall Asset Management System that describes the management system that the organization has implemented / is implementing including a description of how the Asset Management Strategy fits into the AM management system. The methodology for determining asset and network criticality. Asset Management Strategy Asset Management Objectives Strategic Asset Management Plan (SAMP) Asset Management Policy Stakeholder Engagement Demand Analysis Strategic Planning Clause 4.4 of ISO Clause of ISO ISBN Page 14 of 57

15 Demand Analysis The processes an organization uses to both assess and influence the demand for, and level of service from, an organization's assets. Demand analysis typically includes the analysis of future demand for the product or services being offered and the requirements this demand will place on the asset portfolio. There are several elements of Demand Analysis that need to be considered: Historic demand Drivers for demand Future demand and change in demand over time Changes in required levels of service Current and future utilisation and capability of assets Impact on the future performance, condition and capability Demand analysis also considers the use of non-asset solutions where demand may exceed supply and demand also needs to be managed in order to reduce the demand or reduce the required level of service. Demand Forecasts Historical Demand Analysis Demand Scenarios Demand Management Strategy Service Level Specifications Asset Management Strategy Strategic Planning Clause 4.2 of ISO ISBN Page 15 of 57

16 Strategic Planning The processes an organization uses to undertake strategic asset management planning. Strategic planning includes the processes for determining long-term renewal, enhancement and maintenance work volumes, associated risks and costs to meet the asset management objectives. This includes assessing how the organization addresses the requirements identified during demand analysis and how the Strategic Asset Management Plan supports the overall organizational corporate plan. Strategic planning would typically involve the development of a strategic planning framework that describes how Demand Analysis and the required levels of service are considered and modelled in the development of the organization s proposed maintenance, renewal and enhancement work volumes. The strategic planning processes should enable organizations to develop work volumes and costs for different scenarios to reflect potential changes in risk, demand, output requirements or funding constraints from different stakeholders. Strategic Asset Management Plan (SAMP) Work volumes and costs Asset Management Strategy Stakeholder Engagement Demand Analysis Asset Management Planning Clause 4.4 of ISO ISBN Page 16 of 57

17 Asset Management Planning The activities to develop the Asset Management plans that specify the detailed activities and resources, responsibilities and timescales and risks for the achievement of the asset management objectives. Strategic Planning addresses the strategic planning activities undertaken within an organization. Asset Management Planning is the process of developing the detailed Asset Management Plans that include the following: A review of previous Asset Management Plan(s) with recovery plans where applicable The activities that an organization intends to undertake in order to deliver the Asset Management objectives and level of service The costs associated with delivering these activities The outcomes expected from the application of these activities The resources necessary to execute asset management plans Integration of Asset Management Plans with other organizational plans e.g. financial plans, health and safety plans and human resource plans) The activities necessary to deliver activities to statutory, regulatory, industry and technical standards where applicable How the plan will be approved monitored, reviewed and updated Asset Management Plans Work volumes and costs Resource plans Strategic Planning Resource Strategy Shutdown & Outage Strategy Clause of ISO ISBN Page 17 of 57

18 Capital Investment Decision-Making The processes and decisions to evaluate and analyse scenarios for decisions related to capital investments of an organization. These processes and decisions may relate to new assets for the organization (e.g. Greenfield projects) and/or replacements of assets at end of life (CAPEX sustaining programs). Capital Investment Decision-Making includes an evaluation approach of alternative investments with a vision of long-term benefits (asset life-cycle perspective). This approach includes steps of definition, characterization, evaluation and analysis that drive the best options to decision-making managers. Capital Investment Decision-Making would typically include: Defining the scope of the investments that are subject to analysis of alternatives; The assumptions for each investment option including the demands and level of service required; The consideration of the information that need to be collected or estimated for each option; The consideration of all lifecycle costs; The consideration of risk, how this changes over time and how this is valued and evaluated; Undertaking life-cycle cost analysis to allow the comparison of alternative options from the perspective of the asset life-cycle; and Analysis of the present value and annualized costs and risks for each of the options being considered. Prioritising process for Capital Investments Life-Cycle Costing algorithms Asset Management Strategy Demand Analysis Strategic Planning Operations & Maintenance Decision-Making Lifecycle Value Realisation ISO Buildings and constructed assets Service life planning ISBN Page 18 of 57

19 Operations & Maintenance Decision-Making The management activities and processes involved in determining the Operations and Maintenance requirements in support of the Asset Management objectives and goals. Operations & Maintenance Decision-Making is the determination of the Operations and Maintenance activities necessary to meet the Asset Management objectives, taking into account organizational and applicable regulatory policies. The Operations & Maintenance Decision-Making decision process typically consider: Customer quality requirements (product and service) Current asset capability (throughput, product / service flexibility, quality) Use of FMECA / RCM or similar techniques to determine maintenance activities The organization s agreed cost risk balance to determine activity intervals including consideration of asset and network criticality Forecasting medium and long term (3+ years) production / service requirements based upon projected demand Perform financial analysis of production tactics (production cost structure defined by assets and their operations) Documentation of maintenance requirements in specifications and standards Evaluate O&M impact of capital project proposal alternates (life cycle costing, long and short term impact). Asset capability requirements; Maintenance Requirements Analysis documents; Maintenance standard and specifications; Capital Investment Decision-Making Accounting Practices Maintenance Delivery Asset Operations Clause 6.1 of ISO ISBN Page 19 of 57

20 Lifecycle Value Realisation The activities undertaken by an organization to balance the costs and benefits of different renewal, maintenance, overhaul and disposal interventions. Lifecycle Value Realisation refers to the methods used, to ensuring the best total value is obtained, in asset acquisition, creation, utilization, maintenance, improvements, renewals and disposals to meet the organizations objectives. This requires consideration of the interaction between these activities, and determination of the right combination, including costs, risks, performance and sustainability effects. Value relates to the contribution to the organizational objectives and may be manifested in various ways, and are not always easy to quantify. However the maximum total value often equates to the lowest whole life cycle cost of the asset, within any absolute constraints or commitments. Lifecycle Value Realisation would typically include: Evaluation processes and criteria for their usage including the level of detail required in relation to decision criticality and decision complexity; A multi-disciplined approach and the quantification of value, direct and indirect intervention costs, risks, performance, operating and maintenance costs; Consideration of the systems context for the asset, since the life cycle of an individual item may be constrained by, or may contribute to, a different timescale of required performance or asset management responsibility; System modelling to determine whether the lifecycle value solution will deliver the required demands and levels of service expected by stakeholders. Methodologies for determining value Criteria for decision-making Lifecycle Value Analysis processes and application criteria Asset Management Strategy Demand Analysis Strategic Planning Capital Investment Decision-making Operations & Maintenance Decision-making Clause 6.1 of ISO Clause 6.2 of ISO ISBN Page 20 of 57

21 Resourcing Strategy Determining the activities and processes to be undertaken by an organization in order to procure and use people, plant, tools and materials to deliver the Asset Management Objectives and Asset Management Plan(s). A Resourcing Strategy typically includes the analysis necessary to determine the best way to establish or procure the required resources to deliver the Asset Management objectives and the activities defined in the Asset Management Plan(s). These resources include: Competent Labour; Spares; Plant and equipment; Special tools and equipment; Hardware and software. The Resourcing Strategy should consider the costs and risks of out-sourcing the provision of resources and how to best integrate the available resources across the organization in order to cost effectively deliver the Asset Management Plan(s). Where resources are being procured externally to the organization, the Resourcing Strategy should include an assessment of the costs and risks relating to the timing and quantities of the resources to be procured, including any internal storage or management costs. Resource Strategy Procurement plans for the purchase of resources Spares management strategy. Resourced project plans Asset Management Planning Resource Management Clause 7.1 of ISO ISBN Page 21 of 57

22 Shutdown and Outage Strategy The activities taken by an organization to develop a strategy for shutdown and outages. Shutdown and Outage Strategy includes the procedures and requirements to enable organizations to reduce downtime and outages whilst considering the cost to carry out the activities defined in the Asset Management Plan efficiently and safely during planned outages. The Shutdown and Outage Strategy would typically include: Shutdown or Outage objectives that are agreed by all the parties involved, including operations, maintenance, engineering, projects, central production planning, contractors or service providers among others. Analysis of the trade-off between the efficiencies of fewer but longer shutdowns or outages (that have a higher impact on the business production) against more but shorter shutdowns or outages (that have less impact on the business but result in less efficient delivery of work). Preliminary scope requirements defining the scope of work to be undertaken with well understood risks and consequences identified and agreed upon by all parties involved. A final scope and package including the final shutdown scope, schedule (including shutting down and starting up the asset or facility required time), the scope of work, materials required, manpower, contractors and other resources required. Scope challenge exercises to ensure the strategy is robust. Shutdown & outage strategy Shutdown and outage procedure and packaging requirements. A long-term planned outages schedule. Level of authorities in the organization for every stage of the shutdown or outage. Asset Management Planning Contract & Supplier Management Shutdown & Outage Management None ISBN Page 22 of 57

23 Technical Standards & Legislation The processes used by an organization to ensure its asset management activities are compliant with the relevant technical standards and legislation. Technical Standards and Legislation includes processes for the identification, applicability updating and compliance assurance of standards and legislation in the Asset Management context. Register of applicable technical standards and legislation Asset Management Policy Asset Management Strategy Strategic Planning Asset Management Planning None identified ISBN Page 23 of 57

24 Asset Creation & Acquisition An organization s processes for the acquisition, installation and commissioning of assets. Asset Creation & Acquisition describes policies and processes for the acquisition, installation and commissioning of assets. This subject also includes elements of approval and releasing of funding, arrangements for hand-over to operations, the monitoring and capture of actual costs and benefits analysis. The development of requirements analysis, design and verification and validation strategies are covered in Systems Engineering. The management activities within the scope of this subject are: Application of Investment Policies Application of Investment Processes Development of Construction Processes Execution of Construction Processes Project Management Development of Commissioning Processes Execution of Commissioning Processes Handback to Operations Typical artefacts within this subject include: Acquisition Strategy Acquisition Request Acquisition Agreement Acquisition Agreement Change Request Acquisition Communication Report Programme Management Framework Project Management Procedures Project Technical Management Plan Work Breakdown Structure Project Schedules Project Budgets Verification Report Traceability Mapping Validation Report Construction Progress Reports Acceptance Criteria Documents Delivery Acceptance Report Capital Investment Decision-making Standards: Numerous Construction Codes Identified Numerous Specific Commissioning Codes Identified ISBN Page 24 of 57

25 Systems Engineering An interdisciplinary, collaborative approach to derive, evolve and verify a life cycle balanced system solution which satisfies customer expectations and meets public acceptability. Systems Engineering describes policies and processes for the requirements analysis, design and evaluation of assets. Systems Engineering processes relate to managerial and technical activities. Verification and validation execution is considered as part of Asset Creation and Acquisition. The management activities within the scope of this subject are: Generation of Systems Engineering Policies Development of System Engineering Processes Execution of Systems Engineering Processes Typical artefacts within this subject include: Systems Engineering Management Plan System Description Documents System Requirements Documents System Engineering Performance Measures Traceability Mapping Documents System Analysis Plan System Analysis Report Documented Systems Engineering Processes Verification Strategy Validation Strategy Validation Processes Configuration Management Standards: ISO/IEC 15288:2008 Systems and software engineering - System life cycle processes MIL-STD-499 Military Standard System Engineering Management. ISBN Page 25 of 57

26 Configuration Management A management process for establishing and maintaining consistency of a product's physical and functional attributes with its design and operational information throughout its life. Configuration Management describes policies and processes for the recording and monitoring of an asset s functional, physical and support status. Configuration Management is closely aligned with the principles and requirements of Systems Engineering. The management activities within the scope of this subject are: Generation of Configuration Management Policies Development of Configuration Management Processes Execution of Configuration Management Processes Typical artefacts within this subject include: Configuration Management Plan Configuration Management Strategy Configuration Management Records Configuration Baselines Configuration Baseline Agreements CM Change / Variance Requests Configuration Status Reports Configuration Evaluation Reports System Release Reports System Release Approvals Systems Engineering Standards: AS/ISO 10007:2003 Quality Management Systems Configuration Management EIA-649-A 2004 National Consensus Standard for Configuration Management MIL-STD 973 Configuration Management (Cancelled) ISBN Page 26 of 57

27 Maintenance Delivery The management of maintenance activities including both preventive and corrective maintenance management methodologies. The organization of maintenance activities within an agreed policy including definition of maintenance specifications, standards and schedules, maintenance execution procedures, procedures for missed maintenance and the capture and utilisation of maintenance and inspection measurements and results. These activities include: Identifying the resources needed to support maintenance assurance processes. Implementing the responsibilities and accountabilities for asset maintenance delivery and improvement as part of the asset management system processes. Day to day application of processes that integrate maintenance delivery processes with engineering, finance, HR, IT, operations etc. Authorisation of funding sufficient resources and support systems to support asset investment planning. Maintenance staffing requirements (quantity & skills/certification) Maintenance tools and relevant infrastructure requirements. Maintenance strategy and tactics. Maintenance information systems infrastructure. Operations & Maintenance Decision-Making Whole-life Cost & Value Optimisation Reliability Engineering Asset Operations Standards: None identified. ISBN Page 27 of 57

28 Reliability Engineering The processes for ensuring that an item shall operate to a defined standard for a defined period of time in a defined environment. Reliability Engineering typically includes the following elements: Day to day application of processes that integrate Reliability Engineering processes with engineering, finance, HR, IT, maintenance and operations; Identify the resources needed to support reliability assurance; Work within the responsibilities, authorities and accountabilities for asset reliability improvement; Specify and design the responsibilities, authorities and accountabilities (and supporting measures) for asset reliability improvement as part of the asset management system processes, including the asset management system itself; Application of proprietary or predetermined methodologies for analyses to support asset management decision making during asset conception stages; Implement the change management responsibilities, authorities and accountabilities of the asset management system related to reliability; Specify and design the change management responsibilities, authorities and accountabilities as part of the asset management system processes, including the asset management system itself; Implement the specified reliability engineering processes (as part of the asset management system), including the collation of information and data to support continual improvement; Specify and design the reliability engineering competencies (and supporting measures) as part of the asset management system processes; and Development and design of processes and plans to support RAMS Modelling. RAMS Modelling Output RCM Analysis Output Weibull Plots and Analysis Completed Root Cause Analyses Asset Management Strategy Capital Management Investment Strategy Whole life Cost and Value Optimization Asset Performance and Health Monitoring None Identified ISBN Page 28 of 57

29 Asset Operation The processes used by an organization to operate its assets to achieve the business objectives. Asset Operation is concerned with processes that provide instructions to Operators about how to operate the assets within the appropriate design, maintenance and operational parameters. This includes the development of an Asset Operations strategy and plans that outline the approach, activities and resources involved in managing and implementing operations. Criteria for the required processes Control of the processes in accordance with the criteria Documented information to the extent necessary to have confidence and evidence that the processes have been carried out as planned Treating and monitoring of operational risks Related Subjects Asset Management Strategy Strategic Planning None Identified ISBN Page 29 of 57

30 Resource Management Implementing the Resourcing Strategy to manage the use of funds, people, plant, tools and materials in delivering asset management activities. Managing the resources required for the execution of each asset management activity, including: Finances; Competent Labour; Spares; Special tools and equipment; Hardware and software; Data and Information; and Training. Integrating the resource utilisation across the organization and across all asset management activities. Organizational Structure Job specifications Materials Catalogue Inventory Records Training records Tools Performance appraisals Related Subjects Resourcing Strategy Operations & Maintenance Decision-Making Configuration Management Maintenance Delivery Competence Management Procurement & Supply Chain Management None Identified ISBN Page 30 of 57

31 Shutdown and Outage Management An organization s processes for identification, planning, scheduling, execution and control of work related to shutdowns or outages. Shutdown and Outage Management describes policies and processes for the implementation of the shutdown and outage strategy to ensure the effective management of shutdowns and outages. This subject includes processes relating to the identification and filtering of shutdown work, planning and scheduling, work execution and control and the development of lessons learned. The management activities within the scope of this subject include: Development of Shutdown Management Policies Development of Shutdown Management Processes Execution of Shutdown Management Processes Project Management Typical artefacts within this subject include: Shutdown Work List Work Packages Shutdown Management Procedures Shutdown Work Breakdown Structure Shutdown Schedules Shutdown Budgets Shutdown Progress Reports Acceptance Criteria Documents Post Completion Reports Operations & Maintenance Decision-Making Resourcing Strategy Shutdowns & Outage Strategy Maintenance Delivery Procurement & Supply Chain Management Standards: None Identified ISBN Page 31 of 57

32 Fault and Incident Response Responding to failures and incidents in a systematic manner, including incident detection and identification, fault analysis, use of standard responses, temporary and permanent repairs as well as the taking over and handing back of sites. Developing plans to respond to unplanned events and managing the resources required for the response to the events, including: Competent Labour; Spares; Special tools and equipment; Data and Information; Communications; and Escalation criteria. This includes the Integration of the response plans across the organization and ensuring the cause of failure is effectively captured to allow subsequent analysis of failure data. Risk register Safety plan Standby roster Communication plan Response plans Operating procedures Emergency stores Tools and equipment Skilled staff Related Subjects Contingency Planning & Resilience Analysis Risk Management None Identified ISBN Page 32 of 57

33 Asset Decommissioning & Disposal The processes used by an organization to decommission and dispose of assets due to ageing or changes in performance and capacity requirements. Asset Decommissioning & Disposal develops and applies processes to decommission and dispose of assets due to ageing or changes in performance and capacity requirements. This includes the integration of Asset Disposal Plans with other organizational planning activities (e.g. financial plans, human resource plans). This decision process includes the consideration of costs and benefits of rationalisation using a whole life approach, the impact of asset rationalisation on other infrastructure and the processes for disposal of assets. Factors to be taken into account in these processes include: Environmental Impact of disposal Land rehabilitation Residual value of assets Continued service delivery Environmental Impact Analysis Land Rehabilitation Plan Outage Management Plan Asset Disposal Plan Logistics Plan Shutdown and Outage Strategy Lifecycle Value Realisation Risk Assessment and Management Asset Information Management Environmental Service level Legislation regarding asset disposal ISBN Page 33 of 57

34 Asset Information Strategy The strategic approach to the definition, collection, management, reporting and overall governance of asset information necessary to support the implementation of an organization's asset management strategy and objectives. An Asset Information Strategy describes how asset information supports the delivery of the Asset Management Strategy and objectives and what Asset Information Systems and governance processes are necessary to deliver that asset information. An Asset Information Strategy would typically include: A policy on asset information; The identification of asset information needs to support the organization s decision-making and operational processes including data quality and accuracy requirements; Responsibilities and accountabilities for information management; Processes for continued alignment of these needs as the organization s requirements evolve; A gap analysis of current information availability against information needs, including consideration of data quality and accuracy requirements; An analysis of the costs and benefits of providing for these asset information needs, including consideration of data quality and accuracy requirements; The information system business requirements necessary to support the organization s business processes and information needs; Processes for the improvement of asset information and data quality; A description of the organization s asset information improvement programmes. Asset Information Policy Asset Information Strategy Asset Information Business Cases Asset Information System Business Requirements Asset Management Strategy Asset Information Standards Asset Information Systems Data & Information Management Clause 7.5 of ISO ISO 27000/1/2 ISBN Page 34 of 57

35 Asset Information Standards The specification of a consistent structure and format for collecting and storing asset Information and for reporting on the quality and accuracy of asset information. Asset Information Standards includes the development of standards and guidelines that ensure a consistent approach to the recording of asset information to meet the asset information needs defined in the Asset Information Strategy. This includes defining common methods for recording the following: The asset hierarchy; Attributes of assets that are required and the acceptable values for these; The geographical position of assets; Condition grades; Categorising and recording asset defects; Categorising and recording causes of asset failure; Categorising and recording consequences of asset failure; Utilisation of assets. Asset Information Management also includes defining the required quality and accuracy for all asset information, including common methods for how quality and accuracy is defined and assessed. Asset Information Standards and Guidelines Asset Data Dictionary Data Quality Definitions And Guidelines Asset Information Strategy Asset Information Systems Data & Information Management Clause 7.5 of ISO ISO 27000/1/2 ISBN Page 35 of 57

36 Asset Information Systems The asset information systems an organization has in place to support the asset management activities and decision-making processes in accordance with the Asset Information Strategy. Asset Information Systems includes the provision, operation and maintenance of all Asset Information Systems necessary to deliver the asset information requirements defined in the Asset Information Strategy. Asset Information Systems includes consideration of the following; The asset information systems and architecture necessary to deliver the information system business requirements defined in the Asset Information Strategy; Analysis of the costs and benefits of implementing new or updated asset information systems to meet the business requirements; How the asset information system requirements can be delivered in accordance with the organization s IT strategy. An evaluation of how systems can be used to automate business processes; An assessment of whether to acquire a vanilla best of breed solution and align the business processes to the system, or to modify an existing system or to develop a bespoke software solution; Asset Information Systems implementation plan including governance arrangements; An asset information system migration plan to move from the current systems to the required architecture; Clearly defined system ownership responsibilities. IT Strategy Information Systems Architecture Information Systems Strategy and Business Cases Information Systems Implementation and Migration Plan Information System governance and ownership arrangements Asset Information Strategy Asset Information Standards Data & Information Management Clause 7.5 of ISO ISO 27000/1/2 ISBN Page 36 of 57

37 Data & Information Management The data and information held within an organization's asset information systems and the processes for the management and governance of that data and information. Data and Information Management covers the data held within an organization s asset information systems and the quality and accuracy of that data, compared to the requirements defined in the Asset Information Strategy and asset information standards. Data and Information Management includes the processes for data management which would typically include a definition of data owners, consumers, validation processes, and the expected life of the data. This includes any data collection and maintenance plans where the Asset Information Strategy has shown a gap in the organization s current asset information. Data and Information Management also includes the governance processes for providing the organization with a level of assurance that the data and information within the organization s asset information systems is fit for purpose and is consistent with the asset information standards and quality and accuracy requirements. Data collection plans Data management procedures Data governance procedures Data assurance and audit reports; Asset Information Strategy Asset Information Standards Asset Information Systems Clause 7.5 of ISO ISO 27000/1/2 ISBN Page 37 of 57

38 Asset Management Leadership The leadership of an organization required to promote a whole life asset management approach to deliver the organizational and Asset Management objectives of the organization. Leadership can be defined as the exercise of power to influence people toward a vision and a purpose. Leaders have the ability to influence each other to achieve the objectives of the organization, to encourage team work and to lead by example. In the context of Asset Management therefore, Leadership is concerned with the influence of people to deliver the Asset Management strategy and objectives of an organization. Asset Management Leadership covers the planning and establishment of the organizational leadership team, defining its responsibilities and accountabilities for Asset Management and defining the leadership style needed to support Asset Management in the organization. It includes the need to identify the interfaces of Asset Management activities with other organizational activities. The leadership style of an organization should support the achievement of the organizational and Asset Management objectives. For asset management to be successful, employees should understand these objectives, and their role in achieving them and this requires leadership from all levels of the organization. Leadership is a process involving leaders and followers. It enables teamwork to be translated into planned results, potentially achieving a level of excellence. Leadership becomes a process when it becomes more active and there is no longer a single leader. In this case, role models for all are guided by the values and beliefs of the organization, which are consistent with their culture and context and teamwork is visible. Leadership Management Strategy Leadership Competencies Leadership Gap Analysis Leadership Continuity Management Plan Leadership Accountability Descriptions Asset Management Strategy Organizational Structure Organizational Culture Competence Management Clause 5.1 of ISO ISBN Page 38 of 57

39 Organizational Structure The structure of an organization in terms of its ability to deliver the organizational and Asset Management objectives. The design of an Organizational Structure determines how roles and responsibilities are assigned within an organization and sets the requirements for information flows between different departments, functions and management levels. The appropriate organizational design depends on a number of internal and external elements that can affect organizational structure such as: Size of the organization Ownership structure private, government, listed company Type of industry, products or services Objectives and strategies of the organization Maturity of the organization start-up or established business Diversity of the organization single site, single country or large multinational Cultural background. All of these can have an impact on the performance of the organization, the way an organization is structured, the leadership style and acceptable behaviours. Organizational design can also create different outcomes in behaviour and culture. It is therefore important to align the organization s design with the desired leadership style and culture: misalignment can lead to a less than desirable outcome. Different organizational structures include: Functional structure; Decentralised structure; Matrix structure. Organizational Chart Organizational Roles, Responsibilities and Authorities Job Descriptions or Position Descriptions. Asset Management Strategy Organizational Culture Asset Management Leadership Competence Management Clause 5.3 of ISO ISBN Page 39 of 57

40 Organizational Culture The culture of an organization in terms of its ability to deliver the organizational and Asset Management objectives. Culture is an extremely complex phenomenon. Culture is the lens through which individuals understand the world. To understand a culture one must understand that much of human communication occurs through a system of symbols, and these symbols are dependent on context. It is important to understand that these symbols have no absolute meaning where they differ between cultures and contexts. Every culture has its rules, values, behavioural patterns and myths maintained by rites and rituals. Culture is a way of giving meaning to experience. All knowledge is relevant to culture. The wrong cultural lenses can inhibit excellence if, for example, an organization sees through the lens of complacency, and not of operational discipline. Understanding culture as a factor which structures our actions is crucial. There is no standard or rulebook for excellence in workplace culture; but excellence in workplace culture is what enables excellence in Asset Management. The culture of an organization serves as a blueprint for making decisions. The culture of a company is always dynamic, and the goal is to identify and understand the processes of the culture of an organization; not to change the culture directly, but to manage through it. Organizational Culture is about the process of defining and then developing a culture that supports the goals of the organization and will help to deliver the Asset Management objectives of an organization. Culture Management Strategy Defined Organizational Values Outputs from Culture Surveys Behavioural patterns, Rites and Rituals Asset Management Leadership Organizational Structure Competence Management Clause 4.1 of ISO ISBN Page 40 of 57

41 Competence Management The processes used by an organization to systematically develop and maintain an adequate supply of competent and motivated people to fulfil its asset management objectives including arrangements for managing competence in the boardroom and the workplace Competence Management is about managing the ability of individuals in asset management roles to perform their work activities as well as expected. This calls for a mix of practical and thinking skills, underpinned by knowledge and understanding relevant to the activity being carried out, and is strongly influenced by personal attributes and by a person s attitudes and beliefs. Because asset management is multidisciplinary and cross functional, it requires people who can work effectively in multidisciplinary teams; are open to the evidence, methodologies and approaches used by people from different backgrounds and know how to integrate and interpret these in decision-making. A strategic approach to managing competence and behaviour should cover the development of both individual and organizational competence. People come into asset management roles from a range of different professional, technical, operational and commercial backgrounds, bringing with them different concepts, perspectives, methodologies and networks. Knitting these together to form coherent and effective asset management teams should be a key component of Asset Management strategy and planning. Competence requirements describe what people should be able to do and what they need to know and understand. They are typically brought together in frameworks which are tailored to the organization or occupational group. Best practice frameworks combine definitions of input requirements, output measures and desired behaviours. Competence Management also includes the periodic assessment of individuals against a competence framework, the identification of training needs or other development needs and the delivery of the required training and development. Competence Framework Competence Assessment Processes Training Needs Analysis Training Course Specifications Asset Management Leadership Organizational Structure Organizational Culture Clause 7.2 of ISO ISBN Page 41 of 57

42 Procurement & Supply Chain Management The processes used by an organization to ensure that all outsourced Asset Management activities are aligned with the Asset Management objectives of the organsiations and to monitor the outcomes of these activities against these objectives. The activities necessary to create, manage, maintain, and enforce contract and supplier management over the entire lifecycle of an asset. Procurement & Supply Chain Management includes; authoring, negotiations, adoption, definition of requirements, appraisal & selection of contractors, outsourcing insourcing strategies and claim management. These elements are of high priority with regard to realizing expected savings. Procurement & Supply Chain Management needs to align with corporate standards and to ensure that negotiated savings reach the bottom line. Procurement & Supply Chain Management typically focuses on: Selection criteria for external contractors Safety in design where applicable Standardized contract processes. Improved contract compliance. Internal external collaboration. Warehouse management Monitoring & review of supplier performance. Procurement Policy Outsourcing- insourcing Policy Contractor selection criteria Contracts Service Level Specifications Supplier assessments, including review reports Improvement plans Strategic Planning Asset Creation & Acquisition Maintenance Delivery ISO 28000/1/2/3/4 - Specification for security management systems for the supply chain ISO Supply chain applications of RFID. Transport units ISO Supply chain applications of RFID. Returnable transport items (RTIs) ISBN Page 42 of 57

43 Risk Assessment and Management The policies and processes for identifying, quantifying and mitigating risk and exploiting opportunities. Risk Assessment and Management describes policies and processes for the identification, assessment, analysis and treatment of risks and opportunities. Risk Assessment and Management is common to all subjects within the Asset Management Landscape. The management activities within the scope of this subject are: Generation of Risk Management Policies Development of Risk Management Processes Execution of Risk Management Processes Alignment of strategic, tactical and operational risks and risk registers Risk mitigation strategies Typical artefacts within this subject include: Risk Management Policy Risk Management Strategy Risk Management Procedures Risk Registers Risk Criteria Risk Profile Risk Action Requests Risk Profile Reports Risk Measures Asset Management Strategy Lifecycle Value Realisation Capital Investment Decision-making Operations & Maintenance Decision-making Standards: ISO 31000: Risk management Principles and guidelines IEC/ISO Risk management Risk assessment techniques HB 327: Communicating and consulting about risk ISBN Page 43 of 57

44 Contingency Planning & Resilience Analysis The processes and systems put in place by an organization to ensure it is able to continue either to to continue to operate its assets to deliver the required level of service in the event of an adverse impact or maintain the safety and integrity of the assets(whether or not the operate). Establish the required procedures and documents to guide the person in charge of the assets during the event to take the appropriate decisions in such critical times based on well prepared and tested scenarios. These documents will typically include: Identifying the various events, incidents, and disasters. Establishing the level of command and the person in charge of each event type. Identifying the required support organizations, with their specified responsibilities, needed for each type of event (or phase of an event). Classifying the events and the recommended actions according to each type of event. Reference to all needed contacts required during all possible scenarios. All the possible scenarios need to be put to test during regular times to evaluate both the processes put in place and the reaction of personnel during these adverse events. Typical artefacts within the subject include: Written and approved contingency plan Approved and signed agreements between all parties and expectations during these events Responsibility matrix and escalation policy Reference to assets operating procedures Faults & Incident Response None Identified ISBN Page 44 of 57

45 Sustainable Development The interdisciplinary, collaborative processes used by an organization to ensure an enduring, balanced approach to economic activity, environmental responsibility and social progress to ensure all activities are sustainable in perpetuity. Sustainable Development entails ensuring that all Asset Management processes support the organization s sustainability framework. This entails integration of the Asset Management strategy, policy and plans with the organization s strategic plans and activities and stakeholder needs. It ensures appropriate systems are put into place to collect and collate information needed to manage assets across their whole life cycle. Factors to be taken into account in these processes include: Environmental Impact of Asset Management Plans Social Impact of Asset Management Plans Financial Impact of Asset Management Environmental Impact Plan Social Development Plan Skills Development Plan Financial Plan Asset Management Strategy and Policy Asset Management Policy Asset Management Strategy Capital Investment Decision-Making Lifecycle Value Realisation Risk Assessment and Management Asset Information Management None Identified ISBN Page 45 of 57

46 Management of Change An organization s processes for the identification, assessment, implementation and communication of changes to people, processes and assets. Management of Change describes policies and processes for dealing with changes to physical assets their management systems or supporting resources. This subject also includes elements of mitigating the impacts of change. The management activities within the scope of this subject are: Development of Change Management policies Development of Change Management processes Execution of Change Management Processes Typical artefacts within this subject include: Documented Management of Change Process Change Management Register Change Management Plan Related Subjects Risk Assessment and Management Standards: None Identified ISBN Page 46 of 57

47 Asset Performance and Health Monitoring The processes and measures used by an organization to assess the performance and health of its assets using performance indicators. Asset Performance and Health Monitoring typically include the following elements: Define critical measures across all of the asset lifecycle stages that clearly link to the organizational objectives; Establish monitoring programs for the evaluation of performance measures, analysis of outcomes and the use of this information for management decision making and action plans; Establish clear criteria for understanding when there is a deviation of the asset from the required level of performance; Establish processes that provide essential information to determine whether the asset is performing in accordance with its management policies, standards, strategic plans, procedures, objectives and performance targets; Establish process for monitoring, measuring and evaluating the performance of the asset across all stages of the lifecycle; Monitor asset performance against the prescribed criteria and identify where there are deviations between the desired level of performance and the current level of performance; and Establish monitoring and reporting that allows for the prediction of future asset performance and health. Asset Performance Reports Asset Health Reports Asset Performance Objectives Asset Health Objectives Asset Management Strategy Asset Management Systems Monitoring None Identified ISBN Page 47 of 57

48 Asset Management System Monitoring The processes and measures used by an organization to assess the performance and health of its Asset Management System. Asset Management System Monitoring is concerned with assessing the performance of or organization s Asset Management System - as opposed to the performance of the assets and asset systems which is covered by the subject: Asset Performance and Health Monitoring. Note, Asset Management System is the management system used to manage an organization s assets and not the Asset Information System(s) which is discussed as a separate subject. The primary aim of Asset Management System Monitoring is to evaluate the extent to which the Asset Management System is fit for purpose and is that the organization is delivering its Asset Management objectives. There are three key aspects to Asset Management System Monitoring: An assessment as to whether the Asset Management System is fit for purpose. An assessment of the extent to which the organization is following the processes, decision-making criteria and other guidance that is defined within the Asset Management System; and An assessment as to whether the outcomes from the processes, decision-making criteria and other guidance are in line with the expected outcomes. This is likely to include the consideration of asset performance (as discussed in the Asset Performance and Health Monitoring subject) as well as the evaluation of process performance and the performance of the people involved in running the Asset Management System. These aspects are typically assessed by a combination of assurance processes and audits. Asset Management Steering Group meetings Management Review Meeting minutes Asset Performance and Health Monitoring Management Review, Audit & Assurance Clauses 9.1, 9.2 & 9.3 of ISO ISBN Page 48 of 57

49 Management Review, Audit & Assurance An organization s processes for reviewing and auditing the effectiveness of its asset management processes and asset management system. Management Review Audit & Assurance describes policies and processes for internal assurance processes, audit policies and procedures, internal and third party audits, processes for reviewing audit findings and corrective actions and the use of external benchmarking. The management activities within the scope of this subject are: Development of Audit Policies Development of Audit Processes Execution of Audit Processes Typical artefacts within this subject include: Audit policy Documented audit procedures Audit schedule Documented audit methodologies Documented audit results Assets Performance & Health Monitoring Asset Management System Monitoring Standards: ISO 19011: Guidelines for auditing management systems ISBN Page 49 of 57

50 Asset Costing & Valuation An organization s processes for defining and capturing as built, maintenance and renewal unit costs and the methods used by an organization for the valuation and depreciation of its assets. Asset costing is the structure/framework that defines the composition of all costs related to an asset. Asset Valuation refers to accounting or econometrics rules that allow the value estimation or prediction for assets over their lifecycle through the variation of Asset Costing over its operating life horizon. Asset Costing makes the assets decomposition of an organization (asset portfolio of individual assets and asset systems) and the accounting decomposition match. Expenditure reports Asset valuation register Documented valuation methodology Documented costing processes Asset Management Planning Capital Investment Decision-Making Lifecycle Value Realisation Asset Information Systems Data & Information Relevant accounting standards None Identified ISBN Page 50 of 57

51 Stakeholder Engagement The methods an organization uses to engage with stakeholders. Stakeholder Engagement describes policies and processes for scenario development, identifying, communicatiing and interactingwith Asset Management stakeholders. The management activities within the scope of this subject are: Development of Stakeholder Policies Application of Stakeholder Processes Execution of Stakeholder Processes Elicitation of Stakeholder Requirements Typical artefacts within this subject include: Documented stakeholder analysis Stakeholder management plan Documented stakeholder scenarios for approval Related Subjects Asset Management Policy Asset Management Strategy Demand Analysis Strategic Planning Asset Management Planning Capital Investment Decision-Making Operations & Maintenance Decision-Making Standards: Clause 4.2 of ISO ISBN Page 51 of 57

52 7 Appendix A: Asset Management Concept Models Example conceptual models from three of GFMAM s member organizations are shown below. The IAM Conceptual Model for Asset Management ISBN Page 52 of 57

53 Asset Management Council Asset Capability Concept Model ISBN Page 53 of 57

54 EFNMS Conceptual Model for Asset Management ISBN Page 54 of 57

55 8 Appendix B: Landscape Review 8.1 Review Process The review process consisted of the following stages: Development of descriptions of each Subject by mapping the Landscape Subjects to the Fundamentals defined in the ISO series of standards at a Strategic, Tactical and Operational Level; Analysis of these descriptions to identify the Action, Object, Artefacts and Qualifiers for each Subject; Review of these descriptions to remove or reallocate statements that did not align with the Subject heading; Independent review of the output from the above stages by a Lead Reviewer; Definition of criteria to assess the validity of a Subject; and Review of the Subjects against these criteria and propose changes to the Subjects. 8.2 Criteria The criteria that were defined to decide what constitutes a valid Subject were as follows: A. The Subject should be of interest to the asset management domain; B. The Subject should contain at least one clear concept; C. The Subject should contain concept(s) that are mutually exclusive to other Subjects; D. The Subject should describe where possible a system or series of processes. Artefacts are not in themselves sufficient to be a Subject; E. Subjects can cover what/why in one Subject and how in another; therefore Subjects are not required to have all decision making levels in that Subject; F. The Subject should not contain more than one main concept / process / capability; and G. The Subject should be consistent with the ISO series of standards. 8.3 Subject Descriptors A Subject descriptor page has been produced for each Subject which is intended to help the understanding the definition and scope of each Subject. Each of these Subject descriptors covers the following items: The definition of each Subject; A context statement for each Subject; The artefacts that would typically be produced for each Subject; Key relationships with other Subjects; and Any relevant standards. These Subject Descriptors are shown in Appendix 1. ISBN Page 55 of 57

56 9 Appendix C: GFMAM Asset Management Landscape Subjects First and Second Edition The output from the review is described in the table below showing the subjects from the first edition of the Landscape and the changes in this Second Edition and the rationale for these changes. Ref Landscape First Edition Subject Landscape Second Edition Subject New Ref Rationale for change 1 Asset Management Policy Asset Management Policy 1 No Change 2 Asset Management Strategy Asset Management Strategy & Objectives 2 No Change 3 Demand Analysis Demand Analysis 3 No Change 4 Strategic Planning Strategic Planning 4 No Change 5 Asset Management Plan Asset Management Planning Capital Investment Decision- Making Operations & Maintenance Decision-Making Whole-life Cost & Value Optimisation Resourcing Strategy & Optimisation Shutdowns & Outage Strategy & Optimisation 11 Aging Assets Strategy Capital Investment Decision- Making Operations & Maintenance Decision-Making Lifecycle Value Realisation 8 Resourcing Strategy 9 Shutdowns & Outage Strategy 10 Include in Lifecycle Value Realisation Subject should describe the activity not the output 6 No Change 7 No Change 12 Technical Standards & Legislation Technical Standards & Legislation 11 No Change 13 Asset Acquisition & Commissioning Asset Creation & Acquisition Systems Engineering Systems Engineering 13 No Change 15 Configuration Management Configuration Management 14 No Change 16 Maintenance Delivery Maintenance Delivery 15 No Change 17 Reliability Engineering Reliability Engineering 16 No Change 18 Asset Operations Asset Operations 17 No Change 19 Resource Management Resource Management 18 No Change 20 Shutdown & Outage Management Shutdown & Outage Management 19 No Change 21 Fault & Incident Response Fault & Incident Response 20 No Change 22 Asset Rationalisation and Disposal Asset Decommissioning and Disposal 23 Asset Information Strategy Asset Information Strategy 22 No Change 21 Change name to Lifecycle Value Realisation to align with ISO Name change to eliminate optimisation from Subject name Name change to eliminate optimisation from Subject name Fails criterion C - therefore combine with Lifecycle Value Realisation Name change to better describe delivery activities Name change to better describe delivery activities 24 Asset Knowledge Standards Asset Information Standards 23 Name change for better consistency ISBN Page 56 of 57

57 Ref Landscape First Edition Subject Landscape Second Edition Subject New Ref Rationale for change 25 Asset Information Systems Asset Information Systems 24 No Change 26 Asset Data and Knowledge Data & Information Management 25 Name change only 27 Contract & Supplier Management Procurement & Supply Chain Management 28 Asset Management Leadership Asset Management Leadership 27 No Change 29 Organizational Structure & Culture 26 Name change to align with ISO terminology Organizational Structure 28 Fails criterion F - therefore split out culture Organizational Culture Competence & Behaviour Competence Management Criticality, Risk Assessment and Management Contingency Planning & Resilience Analysis Fails criterion F - therefore split out culture and combine with behaviour Fails criterion F - therefore split out behaviour which is part of Culture Risk Assessment and Management 31 Name change only Contingency Planning & Resilience Analysis 32 No Change 33 Sustainable Development Sustainable Development 33 No Change 34 Weather and Climate Change Include in Risk Assessment Asset & Systems Change Management Assets & Systems Performance & Health Monitoring Management Review, Audit & Assurance Management of Change 34 Name change only Assets Performance & Health Monitoring Asset Management System Monitoring Management Review, Audit & Assurance Fails criterion C - therefore combine with Risk Assessment & Management 35 Fails criterion F - therefore split into two 36 Fails criterion F - therefore split into two 37 No Change 38 Accounting Practices Asset Costing & Valuation 38 Name change only 39 Stakeholder Relations Stakeholder Engagement 39 Name change only ISBN Page 57 of 57